lab 04
Md Atiqur Rahman
Earned Value Project Management
A Powerful Tool for Software Projects
Earned value is a tool that helps project manager to assess the amount of budget to complete the project. It helps to identify the final required fund to get the project done. It allows to measure and finalized the budget that will take place while project will be running from 1% to 100% lifecycle. It can provide signals and warnings to project manager. If these early warning signals convey unacceptable readings to the project manager, steps can be immediately taken to avoid the undesired results.
US Government has established this earned value techniques many years ago. Formalized version began in 1967 when the Department of Defense (DoD)
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Most important, the industrial engineers defined a cost variance as the differ- ence between the actual costs spent and the earned standards in the factory. This definition of a cost variance is perhaps the litmus test to determine whether one uses the earned-value concept.
Then in 1962-1965 they established PERT/cost. The Program Evaluation and Review Technique (PERT) was introduced by the U.S. Navy in 1957 to support the development of its Polaris missile pro- gram. PERT attempted to simulate the necessary work to develop the Polaris missile by creating a logic network of dependent sequential events. The initial focus of PERT was on the management of time and on predicting the probability of program success. But before PERT was accepted by program management in industry, the U.S. Air Force came up with an extension of PERT by adding resource estimates to the logic networks. PERT/Cost was thus born in 1962, and the initial PERT was thereaf- ter known as PERT/Time. For various reasons, the DoD gave up on the PERT/Cost technique in the mid-1960s but correctly held on to the earned-value concept.
After that C/SCSC 1967 to 1996s started the issuance of the C/SCSC by the DoD, the concept’s application has been limited only to contracts in which the government has retained the risks of cost growth, i.e., on cost- or incentive-type contracts and subcontracts. Perhaps the most significant aspect of C/SCSC employment has been the body of scientific knowledge
1) Performance: One has to ask themselves during a project if you have met the objectives of the project. Performance can be measured by evaluating the processes such as scope verification, quality planning, quality assurance, and quality control. The initial performance goals should be outlined in the initial Scope of Work.
Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592 Week 7 DQ
Part of the Earned Value Management technique is the monitoring of variances from the approved baseline of costs and schedule. The variances are useful in determining the overall project health and status.
The earned value analysis has led to see the project will control the actual budget, which is $18,000. The actual cost at the period 4 totaled to be $7,050, and total of earned value at period 4 is $7,750. The estimate at completion for typical is $22,550. These variances show that this project will exceed the original budget of $18,000, so we are still exceeding the project’s original budgets. The SPI is less than a value of 1, which means that the project will also over schedule and activity plans. The requests immediate actions from the third-party company.
Project Scope is defined as the set of activities that must be undertaken to deliver a product, services, or result with defined features and specifications. Defining the scope and then adhering to it through the project life cycle is an integral part of the project. Failing to define the scope appropriately before start or even changing scope as the project proceeds may lead to significant time and cost implications for the project.
As the world is chaotic (Djavanshir and Khorramshahgol, 2006) it is impossible to always predict the future accurately. Teller at al (2012) describes project management as balancing the “iron triangle”, where changes to any one of the planned costs, quality or scope will change the other elements. Risk management allows contingency to be put into project plans, (APM, 2012) minimising negative effects and maximising the benefits of uncertainty.
need to be upgraded and the existing data will need to be transferred into the new
One major factor that is contributing to the higher wages among the defense contractors is the Federal Acquisition Regulations (FAR) which may require a company performing work under a federal contract to have a unionized workforce. The other major factor is the number of requirements needed to meet the legal requirements under the Federal Acquisition Regulations which in and of itself makes the processes and the procedures more complex. In general, these complex administrative requirements will require an additional workforce that is not required in the commercial industry.
Part 1: Search the internet for the term "IT outsourcing". Find at least two articles that discuss outsourcing, whether beneficial or controversial. Summarize the articles and answer the following questions in a two to three page paper:
Prepare a five to seven paragraph response proposing leadership styles you would recommend for the Denver Airport Project. Please choose a combination (two or three) of the eight leadership styles presented in the Thompson textbook (Chapter 11: Leadership: Managing the Paradox). Please note that you are to also use three other sources from the internet or the DeVry online library. All sources must be cited.
The future of an innovative industry resource designed to ensure that the lessons from the successful London 2012 construction programme are retained for other projects has been guaranteed.
Define a project. What are the characteristics which help differentiate projects from other functions carried out in the daily operations of the organization?
For this paper I will be discussing a journal article that I found on Estimating the Final Cost of a DOD Acquisition Contract. The reason I chose to use this article is it shows from our reading the difference in historical data being used to estimate the cost of a project government project. As a potential remedy, this research utilizes the historical contract data reported in the Defense Acquisition Executive Summary database and provide to the analyst a set of five working multiple regression models. This information discusses the different ways of using these models and doing simple math in trying to predict the final cost of a project.
Question 1. What project selection method described in the chapter will ABI probably employ for this proposal? Answer According to the description, the project selection method is profitability of numeric model. We might see the points from the business strategy 1) Bid only on good margin products that have the potential for maintaining their margins over a long term. 2) Pursue only new products. 3) Utilize the most advanced technology in new projects. “ project champion” approach to innovation and creativity. no more than 480 employees. 4) Foster the
The proposal writing process is multifaceted, encompassing both the actual submission of a request for proposal as well as the management of the implementation of received funds. Through class lectures and assigned readings, we’ve discussed the various aspects that make up the process of grant writing. Through this essay, I will explain this process as it leads up the management of the project once funded. Furthermore, this essay will explain how to ensure that the proposal submitted addresses key aspects necessary for the project to be implemented in line with best practices for project management.